Caribbean News

TCHTA President’s Vision: Turks & Caicos as a Premier Service Destination

Published

5 years ago

September 9, 2021

#TurksandCaicos, September 9, 2021 – When hearing the name Turks and Caicos, our waters, our weather, and immaculate powdery white beaches immediately come to mind.

Allow me to take you on a journey from the “Beautiful by Nature” Turks and Caicos Islands of today, to a destination known not only for its pristine beauty but one rooted in providing an exceptional service experience to visitors and residents alike. To envision Turks & Caicos as a service destination means taking an explorative look at our current positioning, our strengths and weaknesses, and the critical components needed to shape that vision.

The prerequisite of a service destination is a strong service culture. In a world where ‘brand Turks and Caicos’ is synonymous with a high level of service, our philosophy and values regarding service excellence must be embedded in every area of our nation’s service delivery.

Worldwide, perceptions about countries have been carefully established and strengthened over time. This is not happenstance. It is curated, developed, and maintained. A central idea and reputation of a country take years to build and to market, but when successful, the results are clear as indicated by our own personal thoughts when we hear a country’s name.

Japan has built a reputation for efficiency; Sweden is known as a global design capital; Italy has a strong reputation in luxury fashion; Singapore, strict laws surrounding cleanliness; Estonia, known for technology and the digitalization of public services. These are all examples of successful nation branding, and this is what it will take for the vision of Turks & Caicos as a service destination to be realized.

While our visitors encounter picture-worthy, memorable experiences, as a service destination we would provide an elevated version of what we currently do so well; one where attention to every detail is paid, we anticipate and satisfy guests’ needs, and provide an on-island experience that leaves the guest feeling more exhilarated than a vacation in any other destination has ever made them feel.

Now, imagine if we take this model of an elevated service experience and apply it beyond the tourism sector. Nationally, there is a great deal of focus placed on the growth and management of tourism. When we look at how our product has successfully evolved since the advent of the Turks & Caicos tourism industry, we can proudly boast of a destination that is growing and is among the most popular destinations in the region, among those with the highest annual daily rates experienced in the Caribbean. We see our culinary landscape development and a gentle push toward branding in that area as well. Ultimately, we are uniquely positioned to build on the existing branding and truly set ourselves apart.

However, if we embark on the journey to becoming a fully realized service destination, it will be no small feat. It requires a holistic approach and must be all-encompassing. Service excellence cannot exist only in our hospitality sector but must permeate both the public and private sectors if we are to achieve effective nation branding.

The question then becomes, can we achieve this? The answer: yes, we can!

Mahatma Gandhi said, “A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work – he is the purpose of it. We are not doing him a favor by serving him. He is doing us a favor by giving us the opportunity to serve him.”

This belief should be the guiding principle at the core of our nation branding if we hope to be regarded as a service destination.

There is a simple and abiding truth: if you don’t manage your country’s brand and perception, someone else will!

If we want to take charge of the emotion and feeling that comes to mind when the name Turks & Caicos is heard, there are key ingredients we must implement as we make a push to build our nation’s branding:

First and foremost, a strong vision of Turks & Caicos as a service destination is key. The vision and mission lay the foundation and must be clear to all involved. Effective nation branding is one that is holistic in nature. It is the crafting of a framework that supports the positioning of the country on an international level in a strategic and deliberate way.

This framework creates the basis for the service culture across companies, organizations, and ultimately the country at large. It defines how we act, speak, and look. It essentially harmonizes what the world sees and thinks about us and helps to make the Turks and Caicos brand easily recognizable and reputable.

The second ingredient is alignment. Nation branding requires full stakeholder engagement. What does this mean? It means a complete buy-in from government, businesses, and citizens. Before you can successfully sell yourself to the world as a service destination, there must first be an indoctrination of this theme within the country. Whether young or old, indigenous or non-indigenous, there must be a complete buy-in. In short, service must be the DNA of the destination.

This can only be achieved if the proper mechanisms are put in place to ensure the culture being created is sustainable. Education, training, and continued development are key factors to the success of maintaining the standard of excellence once it is set.

And thirdly, there must be measurement and accountability. Once we brand ourselves as a nation with a strong focus on service, it is important that we put checks and balances in place to ensure that we deliver across the board. Only then we will create the basis for culture credibility.

Why should we embark on becoming a service destination? Self-made millionaire and motivational speaker Jim Rohn once said, “If you make a sale, you can make a living. If you make an investment of time and good service, you can make a fortune.”

The key to any nation’s success is its ability to attract trade, investment, tourism, and talents. The strength of a nation’s service delivery and reputation can be the pivotal element to this as its overall perception has a distinct economic and social impact on its advancement.

Turks & Caicos as a service destination can significantly enhance the country’s competitiveness on the global stage and thereby support economic growth. This strong reputation can then be leveraged by all industry sectors for a united approach in the international markets.

Imagine a Turks & Caicos where your experience as a customer – whether with a government agency, your telecommunications provider, or even a service station – is honed specifically with you in mind. A nationwide service culture provides the framework for providers to continue seeking ways to better serve you, the customer, and to ensure that every effort is made to provide exceptional service even in challenging circumstances.

It is said that courteous treatment will make a customer a walking advertisement. This is true and must apply not only to the service we deliver to our tourists and guests, but to the service we provide our citizens and residents as well.

With or without a push to brand ourselves nationally as a service destination, delivering a quality experience to clients and customers should be the objective of any business or organization in these islands. Take a good look at the inner workings of your business and examine whether or not you are operating with customer satisfaction in mind.

Do your policies work for you as an organization more than they do for your customer?
How can you optimize your policies with the customer or client in mind?
What new solution would lend to a more customer-friendly experience?
How do you ensure that the customer knows he/she is the most important component to the success of your business?

If we apply these questions to all business models, then we easily see a theme of service on a heightened level with tourism providers, investment organizations, public service agencies, and even our ‘Mom & Pop’ operations.

Once the key ingredients for nation branding are embedded in the country’s culture, this needs to be marketed to the masses. Here is where logos, slogans, and entertainment are developed to awaken the feelings and emotions that should be associated with your brand.

For this to resonate globally, no single organization should be responsible for this messaging. When nation branding is effective, an identity emerges that serves the country as well as the brands within it. Key operators leverage the theme of the nation’s brand to continue building value for the country and cementing the message of a strong service destination.

Let’s examine the Emirates model as an example. This airline not only markets and brands their company’s offerings but leverages the country’s image and culture essentially acting as a brand representative. They brand their product as an extension and representation of the national experience. This is what a complete buy-in throughout our country’s sectors will need to be. Everyone incorporating the central theme within their individual branding efforts to build a clear, consistent, credible, and competitive message.

I invite us all to begin thinking about the part we play in the branding of this wonderful country, and how we can develop a mindset of service excellence. This must be the order of the day without fail if we are to be regarded and recognized as a strong service destination.

Remember that a logo or slogan is not all there is to nation branding. The feelings, emotions, and perceptions that come to mind are indicative of our brand. If we are to stamp ourselves in this way, we must live and breathe service so much so that it is second nature.

The future of Turks and Caicos as a service destination begins with treating the customer as if you are that customer.

As Walt Disney once said, “Do what you do so well that they will want to see it again and bring their friends.”

Caribbean News

Sandals® and Beaches® Resorts Launch Rebranded Loyalty Program, ‘Island Insiders Club’

Published

2 days ago

July 2, 2026

Deandrea Hamilton

~All-inclusive resort company elevates rewards program, offering expanded benefits and member-only events & experiences, rooted in the spirit of the islands~

MONTEGO BAY, JAMAICA, July 2, 2026 — Sandals and Beaches Resorts unveiled today the introduction of its new Island Insiders Club, the next chapter of its refreshed loyalty program. Replacing the long-running Sandals Select Rewards program (established in 2008), the new program is designed to elevate the guest experience with a more immersive approach to awards and recognition. Effective July 1, 2026, the transition will preserve members’ current status and existing benefits, while expanding access to enhanced rewards, exclusive events and enriched experiences that bring members closer to the Caribbean.

“We are expanding how loyalty shows up across every stay to encapsulate what our loyal members already are — an inside part of the Sandals and Beaches family,” stated # SVP of Loyalty at Unique Vacations, Inc., worldwide representative of Sandals and Beaches Resorts. “We developed this program side-by-side with the guests who know the resorts, the islands, and the people best, drawing on extensive focus groups, surveys, and direct feedback. The result is a loyalty experience that goes far beyond points, and is felt in every welcome home.”

Guests can enroll in Island Insiders Club before their very first visit, and begin earning status after their first stay. The program features seven levels of loyalty, the highest being Ambassador, followed by Pearl, Diamond, Emerald, Sapphire, Coral and Shell (which replaces the former Select tier).

More Access. More Recognition. More Caribbean.

Sandals Select Rewards members will roll over to the Island Insiders Club on July 1, 2026, maintaining their status and benefits with no reset.

Island Insiders Club highlights include:

Choice of Insider Reward: A flexible credit that lets Insiders choose the experiences that best match their vacation style, from relaxing at the Red Lane Spa to embarking on an adventure with Island Routes.
The Insiders Shop: A private online merchandise store featuring premium collections and limited-edition drops, including handcrafted artisanal pieces, available exclusively for Island Insiders.
Room Upgrade Hotline: Now available exclusively for members, Insiders can request a room upgrade 30 days prior to travel and receive up to 50% off their upgrade when they call a dedicated number.
Dedicated VIP Concierge Line: A one-stop, full-service customer care team supporting Diamond, Pearl, and Ambassador members throughout their vacation journey, helping to book their flights, tours, special requests and more.
Expanded Insider Experiences, On and Off Resort: Exclusive Insider events including specialty weeks focused on diving, autism inclusion, and culinary experiences on resort. Plus, access to a series of experiential events across the globe.
20% off Managers Wine List Discount: Returning members receive 20% off the Manager’s Wine List, offering another elevated touch for dinners, celebrations, and special moments on resort.
$200 Laundry Service Credit: Ambassador members will receive a $200 laundry service credit, adding an extra layer of ease and convenience to longer stays.
Complimentary Week Stay: A complimentary 7-night stay at any resort of choice is awarded to members after every 70 paid nights.
New Member Incentive: Those “newly inside” who book and travel will receive 5,000 bonus points after their first stay.

As always, Insiders enjoy special access to cabanas, a complimentary photo on every trip, member discounts on everything from retail and watersports to candlelight dinners, and added savings on future stays at the loyalty lounge.

New Name, New Look and a Nod to Nostalgia

The Island Insiders Club’s refreshed visual identity is built around a simple pair of sandals, now the signature symbol of Island Insiders Club and a throwback to an Insider tradition that’s been worn for decades, from vintage gold and silver pendants in the early days to the leather necklaces shared at member events today.

The new brand look will roll out across consumer touchpoints in the months ahead, from dedicated Island Insiders Club lounges to on resort signage, marketing and sales channels, digital and more, bringing Island Insiders Club to life through a modern design and multiplatform approach.

An Exclusive Inside Scoop

In true Insider fashion, Island Insiders Club was first unveiled to the brand’s most loyal members during a special “Step Inside Our Sandals” video conference. Designed as an Insider-first briefing, the call gives top members an early look at brand news and upcoming developments. Hosted by Peter Menges, the event walked members through the highlights of the new program, what to expect, and the refreshed look and feel of Island Insiders Club, before Sandals and Beaches Resorts’ Executive Chairman Adam Stewart gave an exclusive look at what’s next and the reimagining of three iconic Sandals Resorts in Jamaica.

For more information about Island Insiders Club or to become a member, visit: www.sandals.com/islandinsidersclub.

Go behind-the-scenes of the Island Insiders Club with Peter Menges on the Sandals Palmcast and read the latest on the Sandals blog.

Caribbean News

First Caymanian Drafted to NHL as Jaxon Cover Makes History

Published

3 days ago

July 1, 2026

Deandrea Hamilton

GEORGE TOWN, Cayman Islands – A young man who learned to play hockey on Cayman Islands’ only roller hockey rink has achieved

what once seemed impossible—becoming the first Caymanian ever selected in the National Hockey League Draft.

Eighteen-year-old Jaxon Cover was chosen 32nd overall by the Ottawa Senators, making him the final first-round selection in the 2026 NHL Draft and the first player from the Cayman Islands to hear his name called by an NHL franchise.

The achievement is remarkable not only because of where Cover comes from, but because of how recently he began playing on ice.

Growing up in Grand Cayman, Cover developed his skills playing roller and ball hockey, as the islands have no permanent ice rink. He did not lace up ice skates until he was 13 years old, yet within just five years had developed into one of the world’s top junior prospects.

Last season, the talented right winger starred for the London Knights of the Ontario Hockey League, recording 52 points on 20 goals and 32 assists in 67 games, performances that caught the attention of NHL scouts.

His mother, Nanalie Cover, described the family’s emotions as “very thankful, grateful and humbled,” adding that she hopes her son’s journey becomes “a symbol of what we can do, and what is possible for all, irrespective of where they originate.”

The Cayman Islands Government also hailed the milestone, saying Cover had “redefined the boundaries” of Caymanian sport and demonstrated the limitless potential of the nation’s young people.

Minister for Youth, Sports, Culture and Heritage Isaac Rankine called the draft selection “a proud and historic moment for the Cayman Islands,” saying Cover’s success will inspire a new generation of athletes to pursue their dreams, no matter how unconventional the path.

For a country better known for beaches than ice rinks, Jaxon Cover’s remarkable rise proves that talent, determination and opportunity can overcome even the most unlikely beginnings.

From a roller rink in the Caribbean to the bright lights of the NHL, Cayman has produced its first hockey trailblazer—and perhaps not its last.

Caribbean News

Migration Is No Longer Just About Borders

Published

4 days ago

June 30, 2026

Deandrea Hamilton

What Caribbean migration dialogues reveal about the region’s future

By Patrice Quesada, Coordinator, IOM Caribbean

Migration has become one of the defining issues shaping the Caribbean’s future—not simply because people are moving, but because our economies, labour markets, populations and climate realities are changing.

Over the past several weeks, I have participated in migration discussions at the global, regional and national levels. While each conversation was different, they all pointed to the same conclusion: the Caribbean is beginning to recognize migration not only as a border issue, but as a development issue.

The challenge now is moving from dialogue to action.

From Global Commitments to Caribbean Solutions

That shift was evident during the International Migration Review Forum held at the United Nations in New York, where Caribbean participation was particularly strong. Delegations from ten Caribbean countries, including ministerial representatives from Barbados and Belize, reinforced the region’s growing commitment to shaping international migration policy.

Two messages emerged clearly.

First, migration governance must be grounded in each country’s realities and supported by concrete national commitments. Second, migration cannot be viewed in isolation. It is closely linked to labour markets, demographic change, climate vulnerability and long-term development planning.

Every Caribbean Country Has Its Own Story

Across the region, governments are approaching migration through different lenses.

In Saint Lucia, the launch of the country’s draft migration policy reflected concerns about declining birth rates, labour shortages and continued emigration. The discussions recognised that labour needs, diaspora engagement, remittances, return migration and protection must all work together within one national strategy.

Jamaica demonstrated how migration planning can begin at the local level, with Clarendon becoming the country’s first parish to integrate migration considerations into its long-term development strategy.

Guyana, meanwhile, is managing migration in the context of rapid economic growth, balancing increased labour demand with worker protections and orderly migration systems.

Barbados has also begun incorporating migration into broader population planning as it addresses demographic decline and an ageing population.

The Bahamas has focused on disaster preparedness, bringing together government agencies to strengthen national plans for managing inter-island and cross-border movement during emergencies while safeguarding the rights and dignity of displaced people.

Different countries face different challenges—but all are recognising migration as an essential part of national planning.

The Caribbean’s Greatest Untapped Asset

One message resurfaced repeatedly throughout these discussions.

The Caribbean diaspora should no longer be viewed simply as a source of remittances.

Across the region, citizens living abroad continue to contribute through investment, entrepreneurship, professional expertise, advocacy and, in many cases, by returning home with new skills and experience.

The opportunity now is to engage the diaspora more deliberately as a strategic development partner.

Turning Dialogue into Action

Technical discussions held throughout May demonstrated that governments are beginning to move beyond policy conversations.

CARICOM, supported by the International Labour Organization and the Inter-American Development Bank, convened regional labour migration specialists to explore how migration can help address workforce shortages while ensuring fair recruitment and decent working conditions.

Together, these initiatives suggest the Caribbean is entering a new phase—one where migration is no longer viewed simply as movement across borders, but as a tool for economic resilience, demographic planning and sustainable development.

The conversations have begun.

The next challenge is ensuring they lead to meaningful action.